MINGGU 1

AKUNTANSI MANAJEMEN
Pokok Bahasan:
Pengantar : Peran, Sejarah, dan Tujuan Akuntansi Manajemen dan
Konsep Dasar Akuntansi Manajemen,

Tujuan Instruksional Khusus:

Mahasiswa harus mampu :
* Menjelaskan tentang kebutuhan akan informasi akuntansi manajemen
* Menjelaskan perbedaan antara akuntansi manajemen dan akuntansi
keuangan.
* Menguraikan secara singkat mengenai sejarah akuntansi manajemen.
* Mengidentifikasi dan menjelaskan berbagai tema baru akuntansi
manajemen yang mengemuka.
* Menjelaskan peranan akuntan manajemen dalam suatu organisasi.

Akuntansi Manajemen Minggu 1 Page 1

 * Menjelaskan pentingnya perilaku etis bagi manejer dan akuntansi
manajemen.
* Mengindentifikasi tiga jenis sertifikasi yang tersedia bagi akuntan
manajemen.
* Menjelaskan proses pembebanan biaya .
* Mendefinisikan produk berwujud dan tidak berwujud serta menjelaskan
perbedaan definisi biaya produk
* Menyusun laporan laba rugi untuk organisasi manufaktur dan jasa
* Menguraikan hubungan antara penggerak aktivitas dan perilaku biaya.
* Menjelaskan perbedaan antara sistem akuntansi manajemen tradisional
dan kontemporer.

Referensi:
1. Don R. Hansen & Maryanne M. Mowen, Management Accounting,
South-Western, 8th ed, 2009.
2. Ronald W. Hilton, Mangerial Accounting, 7th ed., 2008, Mc. Graw Hill.

Akuntansi Manajemen Minggu 1 Page 2

Introduction:
The Role,
History, and
Direction of
Management
Accounting
 Objectives
1. Discuss the need for management accounting
After studying this
information.
chapter, you should
2. Differentiate between management accounting
be able to:
and financial accounting.
3. Provide a brief historical description of
management accounting.
4. Identify the current focus of management
accounting.

Continued
 Objectives
5. Describe the role of management accountants in
an organization.
6. Explain the importance of ethical behavior for
managers and management accountants.
7. List three forms of certification available to
management accountants.
The managerial accounting system has three
broad objectives:
1. To provide information for costing out
services, products, and other objects of
interest to management.
2. To provide information for planning,
controlling, evaluating, and continuous
improvement.
3. To provide information for decision
making.
 Management Accounting
Information System
Collecting Special Reports
Measuring Product Costs
Storing Customer Costs
Analyzing Budgets
Reporting Performance Reports
Economic Events Managing Personal Communication

Inputs Processes Outputs

Users
 Management Process

The Management Process is defined by the

following activities: Planning requires
setting objectives and
Planning identifying methods to
achieve those objectives.
Controlling
Decision Making
 Management Process

The Management Process is defined by the

following activities: Controlling is the
managerial activity
Planning of monitoring a
plan’s
Controlling implementation
and taking
Decision Making corrective action as
needed.
 Management Process

• The Management Process is defined by the

following activities:
Planning Control is usually
achieved with the
Controlling use of feedback.

Decision Making
Management Process
Feedback is information that
can be used to evaluate or
correct the steps being taken to
implement a plan.
 Management Process

The Management Process is defined by the

following activities:
Planning
Decision
making is the
Controlling
process of
choosing
Decision Making
among
competing
alternatives.
Differentiate Between
Management Accounting and
Financial Accounting
 Management Accounting Financial Accounting

1. Internally focused 1. Externally focused

 Targeted Users

Management
accounting
focuses on
providing
information for
internal users.
Targeted Users

Financial accounting
focuses on provided
information for
external users.

ABC
Company
Annual
Report
 Management Accounting Financial Accounting

1. Internally focused 1. Externally focused

2. No mandatory rules 2. Must follow externally
imposed rules
Restrictions on Inputs and Processes

Management
Financial accounting
accounting is not must
reporting subject to thethe
follow
requirements
accounting of generally
procedures set accepted accounting
by the SEC and the
principles.
FASB.
 Management Accounting
1. Internally focused
2. No mandatory rules
3. Financial and nonfinancial
informa-tion; subjective
information possible
Financial Accounting
1. Externally focused
2. Must follow externally
imposed rules
3. Objective financial
information
 Types of Information

For management accounting, the

The restrictions imposed on financial
financial or nonfinancial information
accounting tend to produce objective
may be much more subjective in
and verifiable financial information.
nature.
 Management Accounting
1. Internally focused
2. No mandatory rules
3. Financial and nonfinancial
informa-tion; subjective
information possible
4. Emphasis on the future
Financial Accounting
1. Externally focused
2. Must follow externally
imposed rules
3. Objective financial
information
4. Historical orientation
Time Orientation

Management
accounting strongly
emphasizes providing
information about
future events.
Time Orientation

Financial
accounting records
and reports events
that have already
happened.
 Management Accounting Financial Accounting

1. Internally focused 1. Externally focused

2. No mandatory rules 2. Must follow externally
imposed rules
3. Financial and nonfinancial 3. Objective financial
informa-tion; subjective information
information possible

4. Emphasis on the future 4. Historical orientation

5. Internal evaluation and 5. Information about the firm as
decisions based on very detail a whole
information
 Degree of Aggregation
Management
accounting provides
measures and internal
reports used the
evaluate performance of
entities, product lines,
departments, and
managers.
 Degree of Aggregation

Financial
accounting focuses
on overall firm
performance.
 Management Accounting Financial Accounting

1. Internally focused 1. Externally focused

2. No mandatory rules 2. Must follow externally
imposed rules
3. Financial and nonfinancial 3. Objective financial
informa-tion; subjective information
information possible

4. Emphasis on the future 4. Historical orientation

5. Internal evaluation and 5. Information about the firm as
decisions based on very detail a whole
information
6. Broad, multidisciplinary 6. More self-contained
 Breadth

It includes aspects of managerial

Management accounting is much broader
economics, industrial engineering, and
than financial accounting.
management science.
 Historical Description of
Management Accounting
• 1880 - 1925 Most of the product-
costing and internal accounting procedures
used in this century were developed
• 1925 Emphasis of inventory costing
for external reporting
• 1950s/60s Effort to improve the
managerial usefulness of traditional cost
systems
• 1980s/90s Significant efforts have been
made to radically change the nature and
practice of management accounting
Current Focus of Management Accounting
Activity-Based Management

Activity-based management is a system

wide, integrated approach that focuses
management’s attention on activities with the
objective of improving customer value and
the resulting profit.
Current Focus of Management Accounting
Customer Orientation

Customer value is the difference between

what the customer receives (customer
satisfaction) and what the customer gives up
(customer sacrifice).

What is received is called the total product.

Current Focus of Management Accounting
Strategic Positioning

Strategic cost management is the use of cost data

to develop and identify superior strategies that
will produce a sustainable competitive advantage.
Strategies:
1) Cost leadership
2) Superior products through differentiation
Current Focus of Management Accounting
Value-Chain Framework

The internal value chain is the set of activities

required to design, develop, produce, market,
and deliver products and services to customers.

The industrial value chain is the linked set of

value-creating activities from basic raw
materials to the disposal to the final products by
end-use customers.
 Planting and
Value Chain:
Cultivating
Apple Industry
Harvesting Firm B

Distribution of
Apples
Firm A
Applesauce
Production Firm C

Product Disposal Applesauce

Distribution

End-Use Customer Supermarkets

Managing the value chain means that a
management accountant must
understand many functions of the
business, from manufacturing to
marketing.
This emphasis on quality has created a
demand
The for management
philosophy accounting
of total quality
systems that provide
management is tofinancial and
manufacture
nonfinancial information about quality.
perfect products.
The role of
management
accountants in an
organization is one
of support.
 Partial Organization Chart,
Manufacturing Company
President
Line Function Staff Function

Production Financial
Vice President Vice President

Production
Supervisor Controller Treasurer

Machining Assembly Internal Ta

Foreman Foreman Audit
Cost Financial Systems
x
 Ethical
Behavior
Michael Josephson’s* Ten Ethical Values:
Honesty Caring for others
Integrity Respect for others
Promise keeping Responsible citizenship
Fidelity Pursuit of excellence
Fairness Accountability

*Michael Josephson, “Teaching Ethical Decision Making and Principled

Reasoning”
 Professional Certifications

• CMA: One of the main purposes of the CMA was to

establish management accounting as a recognized,
professional discipline, separate from the profession of
public accounting.
• CPA: The responsibility of a CPA is to provide
assurance concerning the reliability of financial
statements.
• CIA: The focus of the CIA is to recognize competency in
internal auditing rather than external auditing as with the
CPA.
 The CMA

Four areas emphasized on the exam:

1) Economics, finance, and management
2) Financial accounting and reporting
3) Management report, analysis, and behavioral issues
4) Decision analysis and information systems
Basic Management
Accounting Concepts
 Objectives
1. Describe the coststudying
After assignment
this process.
2. Define tangible and you
chapter, intangible
should products and
explain whybethere
ableare
to: different product cost
definitions.
3. Prepare income statements for manufacturing
and service organizations.
4. Outline the differences between functional-
based and activity-based management
accounting systems.
 Cost is the cash or cash-equivalent
Exactly what is meant by value sacrificed for goods and
“cost”? services that is expected to bring a
current or future benefit to the
organization.

I see… It’s a dollar

measure of the
resources used to
achieve a given
benefit.
A cost object is any item such as products, customers,
departments, projects, activities, and so on, for which costs
are measured and assigned.
Example: A bicycle is a cost object when you are
determining the cost to produce a bicycle.
An activity is a basic unit of work performed within an
organization.
Example: Setting up equipment, moving materials,
maintaining equipment, designing products,
etc.
•Traceability is the ability to assign a cost
to a cost object in an economically feasible
way by means of a cause-and-effect
relationship.
•Direct costs are those costs that can be
easily and accurately traced to a cost
object.

• Example: If a hospital is the cost object,

– the cost of heating and
– cooling the hospital is
Indirect costs are those costs that cannot be easily and
accurately traced to a cost object.
Example: The salary of a plant manager, where
departments within the plant are defined
as the cost objects.
•Tracing is the actual assignment of costs to a
cost object using an observable measure of the
resources consumed by the cost object. Tracing
costs to cost objects can occur in the following
two ways:
–Direct tracing is the process of identifying and
assigning costs that are exclusively and physically
associated with a cost object to that cost object.
–Driver tracing is the use of drivers to assign costs to
cost objects. Drivers are observable causal factors
that measure a cost object’s resource consumption.
 Cost Assignment Methods
Cost of Resources

Direct Driver
Allocation
Tracing Tracing

Physical Causal Assumed

Observation Relationship Relationship

Cost Objects
 Interface of Services with
Services cannot be stored.
Management Accounting
No patent protection.
• 1. Cannot display or
Services benefits
communicate expire
services.
Intangibility quickly.
Price difficult to set.
Services
Customer may be repeated
directly often
involved
• 2. for oneproduction
with customer.of service.
Centralized mass production
Perishability of services difficult.
Wide variation in service
products possible.
• 3.
Derived Properties
Inseparability

• 4.
Interface of Services with
Management Accounting
No inventories.
Strong ethical code.
1. Intangibility Price difficult to set.
Demand for more accurate
No inventories.
2. Perishability cost for
assignments.
Need standards
Costs often and for by
accounted
3. Inseparability consistent
customer high
type.quality.
Demand for and
Productivity measure-ment
quality
4. Heterogeneity and control ofand
measurement quality to
control
maintain
must consistency.
be ongoing.
Total quality manage-ment
Impact on Managementcritical.
Accounting
Product cost is a cost assignment that
supports a well-specified managerial
object. Thus, what product cost means
depends on the managerial objective
being served.
 Design

Service Develop

Distribute Produce

Market
 Product Costing Definitions
Value-Chain Operating Product Traditional Product
Product Costs Costs Costs
Research and
Development

Production Production Production

Marketing Marketing

Customer Customer
Service Service
Pricing Decisions Strategic Design Decisions External Financial
Product-Mix Decisions Tactical Profitability Reporting
Strategic Profitability Analysis
Analysis
•Direct materials are those materials that are
directly traceable to the goods or services being
produced.Steel in an automobile
Wood in furniture
Alcohol in cologne
Denim in jeans
Braces for correcting teeth
Direct labor is the labor that is directly traceable to the goods
or services being produced.

Workers on an assembly line at

Chrysler
A chef in a restaurant
A surgical nurse attending an
open heart operation
Airline pilot
Overhead are all other production costs.

 Depreciation on building and

equipment
 Maintenance
 Supplies
 Supervision
 Power
 Property taxes
Noninventoriable (period) costs are
expensed in the period in which they are
incurred.

 Salaries and commissions of sales

personnel (marketing)
 Advertising (marketing)
 Legal fees (administrative)
 Printing the annual report
(administrative)
Prime Cost :
Direct Materials Costs + Direct Labor Costs

Conversion Cost:
Direct Labor Costs + Overhead Costs
External
Financial
Statements
 Manufacturing Organization 2-20

Income Statement
For the Year Ended December 31, 2004
Sales $2,800,000
Less cost of goods sold:
Beginning finished goods inventory $ 500,000
Add: Cost of goods manufactured 1,200,000
Cost of goods available for sale $1,700,000
Less: Ending finished goods inventory 300,000 1,400,000
Gross margin $1,400,000
Less operating expenses:
Selling expenses $ 600,000
Administrative expenses 300,000 900,000
Income before taxes $ 500,000
 Statement of Cost of Goods Manufactured 2-21

For the Year Ended December 31, 2004

Direct materials:
Beginning inventory $200,000
Add: Purchases 450,000
Materials available $650,000
Less: Ending inventory 50,000
Direct materials used $ 600,000
Direct labor 350,000
Manufacturing overhead:
Indirect labor $122,500
Depreciation 177,500
Rent 50,000
Utilities 37,500
Property taxes 12,500
Maintenance 50,000 450,000
Total manufacturing costs added $1,400,000
continued on next slide
Total manufacturing costs added $1,400,000
Add: Beginning work in process 200,000
Total manufacturing costs $1,600,000
Less: Ending work in process 400,000
Cost of goods manufactured $1,200,000

Work in process consists of all partially

completed units found in production at a
given point in time.
Service Organization 2-23

Income Statement
For the Year Ended December 31, 2004
Sales $300,000
Less expenses:
Cost of services sold:
Beginning work in process $ 5,000
Service costs added:
Direct materials $ 40,000
Direct labor 80,000
Overhead 100,000 220,000
Total $225,000
Less: Ending work in process 10,000 215,000
Gross margin $ 85,000
Less operating expenses:
Selling expenses $ 8,000
Administrative expenses 22,000 30,000
Income before income taxes $ 55,000
 Functional-Based
Management Model
Cost View

Resources

Operational View

Efficiency Performance
Functions
Analysis Analysis

Products
 Activity-Based
Management Model
Cost View

Resources

Process View

Performance
Driver Analysis Activities
Analysis
Why? What? How Well?

Products and
Customers
Functional-Based
1. Unit-based drivers
2. Allocation-intensive
3. Narrow and rigid product
costing
4. Focus on managing cost
5. Sparse activity information
6. Maximization of individual
unit performance
7. Use of financial measures of
performance
Activity-Based
1. Unit- and nonunit-based
drivers
2. Tracing intensive
3. Broad, flexible product
costing
4. Focus on managing
activities
5. Detailed activity
information
6. Systematic performance
maximization
7. Use of both financial and
nonfinancial measures of
performance
The End